Open source & Mobility - FabMob guide

1.
La fabrique
des mobilités
Open Source & Mobility

2.
ADEME
The French Environment and Energy Management Agency (ADEME) is active in the implementation
of public policy in the areas of the environment, energy and sustainable development. The Agency
provides expertise and advisory services to businesses, local authorities and communities, govern-
ment bodies and the public at large, to enable them to establish and consolidate their environmental
action. As part of this work ADEME helps finance projects, from research to implementation, in the
areas of waste management, soil conservation, energy efficiency and renewable energy, air quality
and noise abatement.
ADEME is a public agency under the joint authority Ministry for the Environment, Energy, Oceans and
International Climate Relations, and the Ministry for primary, secondary and Higher Education and
Research.
www.ademe.fr/en
Acknowledgments
The final outcome of this guidebook was elaborated by Margot SANCHEZ and would not have been
possible without the assistance from numerous authors and contributors. La Fabrique would like to
thank :
André REINALD, Benoit JONCQUEZ, Bertrand BILLOUD, Cédric BELARDI, Gabriel PLASSAT, Gaël
MUSQUET , Hipolito MARTELL FLORES, Jean-Louis PEYRE, Jean-Marc LAZARD, Jean-Michel FAVRE,
Jean-Remy CAZEAUX, Laurent MAGHDISSIAN, Lomig UNGER, Louis-david BENYAYER, Maud CHIDIAC,
Nicolas D’HAUSSY, Philippe GICQUEL, Pierre SIGRIST, Polen STUDIO, Rahul KUMAR, Simon SARAZIN,
Stéphane MASSON, Stéphane DERVILLE, Sune PEDERSEN, Thierry FARGAS, Thomas CAZADE, Tin
Hang LIU, Vincent LAINE, and Yann LERICHE and Yuki LIU.
The Fabrique des Mobilités is constructed through your reactions, feedback, ideas, and projects. Please
continue to inspire us and surprise us.
La Fabrique des Mobilités
The Fabrique is the first European accelerator dedicated to the rapidly changing ecosystem that is
transportation and mobility. The Fabrique brings together players and projects, capitalizing on expe-
riences, feedback and errors in order to create a common culture of innovative action.
info@lafabriquedesmobilites.fr
www.wiki.lafabriquedesmobilites.fr
www.lafabriquedesmobilites.fr
fabmobteam.slack.com @fab_mob

3.
Open source
perspectives
O
pen source dynamic was
initiated considering
essential human behaviors
: when people have enough to
live decently, some have diffe-
rent personal motivations than
material and want to participate
to collective project.
On the one hand, there is an
innate desire shared by many
of being useful to others. On the
other hand, there is the ego: the
need for peer recognition. The
result in both cases is a desire
to share what is done with the
greatest number.
There is also a macroeconomic
interest in sharing: by enabling
the reuse labor of others, it
avoids duplicating effort, it does
not have to reinvent the wheel in
each new project. Actually, over
the years, most IT projects have
become essentially assemblies
of third-party software compo-
nents, a form of prefabricated.
Create an application or service
start by choosing the compo-
nents and adding some cement
to build the project. The open
source model has greatly contri-
buted to the industrialization of
software development, with the
huge productivity gains.
Participate in open source project
has the advantage, according
to the license that is attached
to the code, to benefit in return,
and without payment, the contri-
bution of other developers. One
must however fit the economic
models more about selling «user
licenses». It leaves free all that is
duplicable, and we can pay what
is not, especially the service,
design, deployment, training,
custom development etc.
It is quite natural that developers
were the first to adopt this mode
of cooperation: the central tool
for open source was the internet
and they were the first to master
it.
Note that in French, the term
«informatique» means infor-
mation science. «informatique»
existed long before the advent of
the computer which is just a tool
for automated processing of data.
Indeed, each program feeds itself
with input data, and provides
other output. It is therefore not
surprising that there is a kind
of contamination of the model
«open» to the data.
I have personally worked for
many years in the mapping (GIS)
and transportation (Mappy).
By joining Mozilla, I deepened
my understanding of the
various issues and models of
«open». Mozilla, which we must
remember, is a foundation, was
a pioneer in this mode, and is
today one of the most famous
players in the open source.
All that is developed at Mozilla
(including Firefox) is totally
open. Thus, tens of thousands
of contributors around the world
participate, according to their
motivation, their availability
and skills to our projects: reports
and investigation of bugs, docu-
mentation, translations (Firefox
By André REINALD, Mozilla

4.
is translated into more than 80
languages), organizing or parti-
cipating in events, public aware-
ness, writing patches, etc.
Based on my experience, I can
identify some strengths and
weaknesses of open source.
Because the same number of
people collaborating on a joint
project would be more effective
if they were divided into several
competing projects. The perma-
nent danger for an open source
project is the «fork»: a subgroup
decides that the project must
take another direction, which
seceded, creating a new project
«clone», but will drift away
from the original over time
(OpenOffice - LibreOffice).
A common question: how to
share the work and who makes
the decisions? The two issues
are linked: the open source gives
pride to meritocracy, «the one
who do» naturally becomes the
one that we respect.
As for the user encountering
a bug or wanting a feature, the
community is often much more
accessible and responsive than
a corporation: it speaks directly
to «those who do.» No customer
service, communicate requests to
a marketing department, submit-
ting proposals to the committees
that decide priorities keeping in
mind that the primary purpose of
a company is to make profit and
bring services to users is just a
task.
For customers who need
guaranteed services, specia-
lized service companies in free
software offer assistance equiva-
lent to those provided by proprie-
tary software vendors.
Finally, in a system using
volunteering, the main challenge
is to attract, motivate and retain
contributors. Wide task that
became a real job, «community
manager». Away from authorita-
rianism and hierarchy, their only
lever remains psychology.
Open source today arrived at
maturity, after overcoming
obstacles of the early years
of governance, sustainability,
credibility, service. Now, this
mode tends to spread to other
sectors. The artistic production
(or Creative Commons licenses),
and of course the data: this
is known as open data. Each
sector has specific needs and
solve their own problems. But
the underlying philosophy and
the benefits remain similar. It is
about common to produce, evan-
gelisation and as the action of la
Fabrique des Mobilités is exem-
plary.

6.
1
T
he automotive history
has always been linked
to patents and industrial
protection. For years, the inno-
vation has been measured by the
number of patent applications.
At the same time, has grown up
the cross-company cooperation
as a strategic partnership to
share vehicle platforms, engines
or gearboxes and, in doing so,
increase the volume of produc-
tion and cut transactions costs.
Subcontractors also have a
key role to play among vehicle
manufacturers. They foster
sharing and pooling of compo-
nents and even of sub-assem-
blies in their entirety. Research
projects have been conducted by
several manufacturers on some
upstream matters, as an example
the research on new combustion
process. Cooperation is thus
not new and a large number of
alliance are actually forming
visible or discreet links between
these actors.
Recently some car manufac-
turers opened their patents in
order to attract new actors onto
their technologies with the aim
of ensuring minimal volume
and then, offering an acceptable
price. This being the case of
Toyota on hydrogen patents and
Tesla on electric one. Production
volumes are at the heart of effec-
tive strategies so that the auto-
motive industry could be defined
this way : “space science tech-
nology to the price of household
equipment”. All the coopera-
tion schemes are based on the
decrease of the cost of obtaining
upstream scientific knowledge
or reaching volumes which could
ensure standardization of the
process. These schemes are build
“with full background knowledge
of the situation”.
Open innovation, as we envision
it here, and open source have
an another way to proceed. It’s
about opening up knowledge
without knowing where and how
far that will take us. Open source
includes all the advantages cited
previously, but goes further, as
this means that nothing has
already been written and every-
thing has to be built and invented.
It’s a question of
aligning creative
forces
It can therefore be said that an
alignment is possible between
industrial interests wanting to
use open source resources to
pursue their strategy and collec-
tive goals wishing to exploit
these new resources. La Fabrique
aims to investigate and explore
these alignments to foster the
emergence, the referencing, the
development, the protection and
the access to commons in the
field of sustainable mobility.
To deal with the digital platforms
of the GAFA, European industries
of the automotive sector and
more broadly of the transport
field cannot ignore strategies
which are passing through the
Introduction
By Gabriel PLASSAT

7.
2
Open source and the commons.
Our major competitor is time.
Coopetition using open source
can be the fastest way to produce
a new shared culture of innova-
tion and a credible & desirable
vision of our future.
Let us have a closer look at three
examples of industrials maste-
ring vehicle platform and yet
involving in open platform.
1. « Better to do Open than a
rival. »
By launching recently the project
OpenAI, Elon Musk aims to
create the dominant platform for
Artificial Intelligence. In view of
the current involvement in this
sector of Google, Facebook and
Microsoft, Musk has chosen the
Open to go faster, forge strategic
alliances and make the creations
useable as soon as possible. The
purpose is to turn OpenAI into
the most advanced and efficient
platform to prevent competi-
tors from being the focus of our
attention. Before somebody else
does, the Open can fill up quickly
a space which is currently empty
and ready to be conquered.
Nevertheless, be careful, because
not everyone one can be an Elon
Musk. To do that, you need credi-
bility and enough partners to
reach a critical mass interested
in building up a platform.
2. « The Open as a spring-
board for future world
standards.»
After the success of one of his
invention Android (an open-
source operating system for
smartphones) Andy Rubin wants
now to repeat the operation in
the field of Artificial Intelligence.
For that purpose he has a very
specific plan ; open an accele-
rator dedicated to AI, provide the
best commons, mentorship and
funding to startups. Then, after
having reached the critical mass,
open the platform to create new
standards. To be in place before
the others is the goal of Andy
Rubin. And today, openness is
the best solution to do so. But
here too you have to be careful.
To succeed certain conditions
must be fulfilled. Andy Rubin was
in touch with the top specialists
in AI, he managed to get them to
adopt the strategy and create the
largest tech incubator dedicated
to AI.
3. « The Open as a strategy
of conquest to empower
the communities.»
Transdev with the Digital Factory
department, is committed
to create a worldwide Open
Database in Transports, this is
the project Catalogue. The aim is
to set up a platform of reference
within the mobility field to permit
entrepreneurs to reduce time and
effort, gain access to high quality
data and finally to standardize
the work procedures. By doing
so, Catalogue will reveal talents,
projects and with a certain
critical mass it will be indispen-
sable. To guarantee the equitable
access, Transdev is currently
looking for alliance with neutral
and credible stakeholders to
ensure governance and impro-
vement. Many european players
have an interest in supporting
Catalogue.
Open source is at the heart of
La Fabrique development on
three different levels: data,
software, hardware and with
several communities. La
Fabrique proposes to list the
open resources, to assist in their
documentation, to support the
communities in the identifica-
tion of commons and to facilitate
the funding and realisation of
new commons.
A new kind of call for
project dedicated to
open resources.
Based on feedbacks from startups
and industries, FabMob designed
a new kind of call for project dedi-
cated to open resources: a call
for common. Starting from each
community, partners identify
missing resources that are neces-
sary and not competitive. Theses
resources, requested by several
partners, can be developed with
an open source approach. Then
funding from industries and
agencies will support and acce-
lerate commons production with
many advantages:
• Commons produced are
directly useful for several
startups and partners, their
projects get advantages,
• Commons can be used
and developed by others
stakeholders, creating a
community around them,
with benefits in term of effi-
ciency,
• Each common can become
a standard in its domain if
many stakeholders decide to
use it,
• Even if the startups invoved
fail in the next year,
commons can still be used
by the ecosystem,
• Moreover, each common
become a connector between
several stakeholders, even in
competition, creating a new
culture of innovation.

8.
3
Open software, new
phenomenon?
Open software are not new.
Actually, open source software
are nearly as old as the inven-
tion of science computing. The
A-2 system, released in 1953 and
developed by the UNIVAC divi-
sion of Remington Rand, was
one of the first compiler for an
electronic computer and it might
be the first example of free and
open-source software in the
history. Indeed, the software was
provided with the source-code
and customers were invited to
send their improvements back to
UNIVAC.
Free software for
universities and
researchers.
Let us go to the 60’s when the
first computers appeared on the
university campuses. At this
time, it was usual to share, then
remix everything, like if it was
a cooking recipe. That’s why
software were usually distributed
with the source code. In this way,
it was possible to make modifica-
tions, fix bugs or add new func-
tions. Students and computer
science lovers decided to meet
in open source communities, to
share their ideas, codes and tips
about computer program. The
hackers’ movement was born.
In accordance with the social
movements of the period, the
hackers are mostly distrustful of
the authority. Their ideology is
to promote free and open access
to software. They think that
computer science can advance
scientific research and make the
world a better place.
The decline of free
software.
Towards the end of the 60’s, the
proprietary softwares appeared
because of the increase of
software production cost. It was
observed a growing amount
HISTORY
T
o begin our guidebook,
here a little of history to
understand why do we use
the word open source and since
when.

9.
4
A2 Project
1950
1960
1970
1980
1990
2000
Usenet
Hackers’
movement
Free
Software
Foundation
GNU GPL
license
Linux
RedHat
MySQL
Apache
Http server
« The Cathedral
and the Bazaar »Netscape
open sourced
Mozilla
Ubuntu
Android
Open Source
keep growing
GNU
Project
of software that was for sale
only under restrictive licences.
Actually, the software industries
were competing with compa-
nies which included software
programs with the hardware for
a unique cost.
However, some customers did
not want to pay for software
bundled with hardware product.
Thus, some software continued
to come at no cost.
Usenet is a worldwide distributed
discussion system available on
computers established in 1980.
In other words, it allows people
to speak, exchange and work
together on a worldwide level,
it is like a precursor to Internet
forum. Remember, people are
the key for open source develop-
ment. With usenet they can now
collaborate more efficiently and
share software.
At the beginning,
one man Richard M.
Stallman.
We can see Richard Matthew
Stallman as the founding father
of the free software movement. In
1983, he started the GNU Project
a mass collaboration project for
open and free software that has
never ceased to grow throughout
time. Two years later, he created
the Free Software Foundation
to help and support the free
software community. The Free
Software Foundation has also
permitted in 1989 the creation of
the GNU General Public License
(GPL), one of the most popular
open source license model.
Linux, just a hobby he
said.
In 1991, Linus Torvalds a young
Finnish student decided to
develop, for fun, his own version
of the Minix kernel, he named
his production the Linux kernel.
The open source software resul-
ting from the GNU project trans-
formed the Linux Kernel into a
complete open source Operating
System (OS) GNU/Linux. Linux
kernel passed under the GPL,
which attracted attention from
volunteer programmers all
around the world.
The Cathedral and the
Bazaar
Eric S. Raymond is a famous
lawyer specialist of open source.
Based on his observations of the
Linux Kernel development and
his open source management
project experiences, he publi-
shed in 1997, an essay (and later
a book) named The Cathedral and
the Bazaar. This analysis is about
the open source community and
free software principles.
The essay generated much atten-
tion. What’s more, it definitely
motivated Netscape to release
its web browser and internet
suite and to start an open source
community in 1998. Thanks to
that, we now have Mozilla Firefox
and Mozilla Thunderbird.
In 1998, Eric S. Raymond with
another lawyer Bruce Perens,
co-founded the Open Source
Initiative (OSI), an organization
dedicated to promoting open-
source software which conti-
nues to exist. This is when was
officially created the term open
source. You can find more infor-
mations on opensource.org.

10.
5
Open Innovation can be introduced at different steps in a project, from the early beginning to the industrial
process. We have identified four major ways to open your project: standard, data, software and hardware.
But opening is not only a question of efficiency or rationalisation, it becomes a question of culture. The more you
are involved in open source projects, the more your company will be changed at different levels: relation with
customers, with employees and between employees, your process for hiring, your connexion with the ecosystem
as new contributors are external of your team, your capacity to work at international level. Open innovation
brings more permeability, but you can always decide which partner are in or out. Your project and your team
look more like natural organisms, new connexions are created more quickly without decisions from your side.
Historic competitors become less binary relationships and stakeholders can be seen as potential contributors in
co-opetition.
As a matter of fact, the openness also embraces the hardware. This is a trend that will for sure be further accen-
tuated. But did you know that open hardware had a long history? For instance, in 1911 an independent automaker,
called Henry Ford, won a challenge and invalidated the Selden Patent which was THE gasoline engine patent
controlling all the automotive industry. This led to the creation of an association managing open and at no cost
patents. And everyone knows about the Ford’s success.
Moreover, open hardware doesn’t only work with a specific type of object. You can literally share everything,
under permissive licenses, at the condition that you provide the “source code” of the project also called the
documentation. This means instead of sharing line of code you have to share schematics, blueprints, pictures,
guidelines, Computer Aided Design (CAD) drawings etc. Open hardware, especially in the transport field, has the
wind in its sails with the democratisation of digital manufacturing tools and space. The biggest difference with
open software is that it implies some investissement for physical materials. Let’s go to fully achieve your own
and customizable car, skateboard or scooter!
“Open Source Hardware (OSHW) is a term for tangible artifacts — machines,
devices, or other physical things — whose design has been released to the public
in such a way that anyone can make, modify, distribute, and use those things.”
OSHWA - Open Source Hardware Association
THE FOUR PILLARS OF
OPEN INNOVATION

11.
6
So, open standards mean interoperability and facilitation of data exchange in the mobility sector, provided that
standards are adopted by a large part of the ecosystem. Open standards also imply transparency, availability,
quality, impartiality, support and relevance. The interesting thing is that open standards rely on collaborative
process open to all persons interested. For instance the General Transit Feed Specification (GTFS) is one of the
most common format for public transportation schedules and it all became as a side project of Google.
The importance of open standards for transport is the opportunity to share data without the need of proprietary
solution. Reliability, interoperability and continuous improvement are three advantages among many others.
Travels give a great sense of freedom, that’s why transport system should also be free. These standards exist to
support, fast, flexible and secure implementation into any transport system and by this way promote a faster
mass adoption. Maybe with open standards the dream to have a transport card working all around the world will
come soon true.
«Open Standards are standards made available to the general public and are
developed (or approved) and maintained via a collaborative and consensus
driven process.» ITU - United Nations agency for information and communica-
tion technologies.
This simply means that open data are accessible and useable by all people. This idea seems to come from the
United State of America. Indeed, in 1966 was proclaimed a new law giving the right to access information from
the federal government, the Freedom of Information Act. Later, with digital opportunities, the movement grew
with amazing rapidity worldwide. Although the United States of America may have been the pioneers to do open
data, in France and more generally in Europe the open data movement is fully operational.
The release of data on open platform raised the awareness of the opportunities offered by citizen involvement.
So that open data became a new phenomenon in particular in the mobility field with any kind of data such as
schedules, transports stop, POI and even real-time data. From industrials to government through collectivities
everyone wins. It’s time to innovate with mobility dataset and unlock the tomorrow’s mobility!
“Open data is data that can be freely used, re-used and redistributed by anyone
- subject only, at most, to the requirement to attribute and sharealike.” Open
Definition.
When talking about source code we mean which can be read and understood by a human ( a human who has
some basic computing skills). We called these people the programmers, because they are doing programs. Then
the programs are compiled, which makes them only understable by a computer. By sharing the source code, the
programmers, give you the possibility to use, copy, study, modify and redistribute a program without any restric-
tions. You just have to accept the terms of the license chosen.
UNIX might be the most famous example of the success of open software, but you can find a lot of example in
the domain of mobility such as collaborative map, multimodal trip planner, running application, dashboard car
system etc. In a nutshell, it’s almost the opposite to proprietaries software. Indeed, you can have the control of
your software, you can train yourself on it and it can only be improved etc. Without talking about the economical
advantages. Open software ensure a collaborative experience which benefits everyone.
“Open source software is software with source code that anyone can inspect,
modify, and enhance.” Opensource.com

12.
7
Connected cars & territories
First workshop of the community
When? 17 May 2016
Where? La Fonderie ( Paris)
—
to standardise and facilitate
the communication between
your car and your smartphone.
It provides several tools as a
simulator, documentation, SDK
and even an API. In this way, any
developers that wish to create a
new connected car services, can
access an important set of data
and then share his production to
improve it.
Xee - Eliocity
Eliocity with the Xee project is one
of 10 projects chosen as a winner
for the first call for proposals of
la Fabrique. Xee is an advanced
technology to connect all cars
and create a large community
4 presentations to start
the day
The day started with 4 presen-
tations of la Fabrique partners
about their work on connected
cars and their relation with terri-
tories.
PSA Car Easy Apps
Car Easy Apps is a consortium
started by PSA and companies
and researchers in automotive
industry. Its goal is to look for a
standard way to introduce the car
as another object in the internet
of things, preserving security and
safety concerns. In other words,
Car Easy Apps has the ambition
WORKSHOP
A community in search
of opportunities
The first workshop of the
“Connected cars & Territories”
community took place in June
2016 in the public digital agency
of the Paris Region called la
Fonderie. This community is
involved in search of oppor-
tunities to create added value
with data from cars. They also
devote an in-depth reflection to
open-access resources that can
be shared and the commons.

13.
8
of drivers. Their solution is a full
stack approach, they provide an
open platform, a cloud, sensors,
data, APIs, applications and
services. They are creating an
open environment for developers
to create new services. You can
also join the new accelerator the
XeeDEV App Factory and be part
of the community.
La Fonderie Car
Can you hack your own car? La
Fonderie Car is an open source
connected car, so yes, you can
hack this car. The project is based
on the four pillars of open inno-
vation: open data, open software,
open hardware and open stan-
dard. With this car, you can now
for example access your tire air
pressure or engine consumption,
film while you are driving, check
your heart rate and even commu-
nicate with your smartphone.
You can also find in the car a
solar panel, a 4G antenna, Global
Navigation Satellite System,
an high-speed wireless router
and four open source hardware
servers.
DATACT
DATACT is an innovation program
involving multiple partners in
the urban field. One of the main
projects is “La Régie de données”,
a kind of platform for data regu-
lation. The purpose of the Régie
is not to centralize all the data
but rather for finding a way to
create a sustainable economy
of dataservices suitable for all
urban ecosystem stakeholders.
The Régie is the trust third-party
in this system, it verifies the
integrity of the contributions,
the data process and finally the
cross-referencing of these data.
3 working groups
The workshop was divided into
three sections to work on three
different subjects.
Pleasant journey
Security, prevention, anticipa-
tion, better comfort, etc.
Problem to solve : How to reduce
the time spent to find a parking
spot?
Less cars, more …
Incentive to change, tolls, parking
organized, carpooling, car
sharing, etc.
Problem to solve: How to reduce
CO2-emission, relieve traffic
congestion and reduce unneces-
sary traffic ?
World mapping
Road, environment, pollution,
CO2 emission, motor fuel, etc.
Problem to solve: How to index
the physical world in the nume-
rical one?
Call for contributions
All the groups gave rise to new
matters of shared interest as
open data about parking lot,
emission of pollutants and CO2,
traffic and open source tools to
simulate the traffic.
If you want to join la Fabrique on
these new topics contact us!
You can find more information
on the Fabrique des Mobilités
wiki.
What is the
problem to
solve ?
How they can
be brought
together ?
Are they aware
that they have
to solve this
problem ?
Who might be
willing to pay to
solve the
problem ?
Who are the
stakeholders ?
What are the
solutions to
solve the
problem ?
What are the
existing
commons useful
?
What are the
new commons
we should
develop ?
What are the
management
rules ?
Who are the
stakeholders ?
What is the kind
of opening ?
Methodology

14.
9
a “co-opetition” mode, where
competition and cooperation
both have their place, and it
proves to be efficient.
How did you achieve to change
your business model? I suppose
you did that step-by-step.
Yann: We do not exactly want
to change our business model. I
would rather say that we aim at
adding new activities, with new
business models, to our core
businesses.
We are historically a public
transport operator and a taxi
company. We want to add to
those 2 pillars mobility services
for our clients. No single mode of
simply because there are more
good ideas, more know-how
and more experts in the world
outside Transdev than inside,
whatever the topic we consider.
Not trying to create links with
people around us, sharing with
them, would have meant tremen-
dously reducing our ability to
innovate.
Sharing might seem a counte-
rintuitive idea in a competitive
economy. But if you look at the
the Silicon Valley, it is a place
where people share a lot. Open
source software has enabled
the development of lots of inno-
vations, in the field of big data
for example. People work in
T
ransdev, member of La
Fabrique des Mobilités,
is nowadays one of the
leading companies in the area of
mobility and yet a few years ago
the group was on the verge of a
crisis. How Transdev has been
able to bounce back by placing
Open Innovation and digital
transitions at the heart of its
development strategy? This is
what we will see by interviewing
Yann Leriche Chief Performance
Officer at Transdev.
Hi Yann! Let’s just start off with
a question: why did you decide to
get involved in open innovation?
Yann: We decided to open up
INTERVIEW
Yann Leriche

15.
10
as they involve many players,
with different backgrounds and
objectives. We approach this
complexity with humility and
an open mind: There is no secret
sauce, but there is a sauce, which
needs all its components to mix
well together to be a success.
Just over a year ago, you decided
to launch the digital factory.
Could you tell us what it entails?
Yann: As many large companies,
we have a strong track record of
incremental innovation, but not
of disruptive innovation. Many
people have internally break-
through ideas which are exciting,
but we didn’t have the right struc-
tures and processes to support
them. The digital factory was
created to incubated these inno-
vations. Their project leaders are
intrapreneurs, who work with
the resources they need whether
internally or externally, share
with partners whether inter-
nally or externally, without any
corporate burden. We make sure
they can put their whole focus
and energy on addressing client
needs.
It shows that you are on the same
wavelength as la Fabrique des
Mobilités. Why did you decide
to be a founding member of La
Fabrique? What attracted you to
it?
Yann: The interest was twofold.
We were attracted by the quality
of the ecosystem which was
about to be created, in terms of
participants and of ambition
regardings the commons to be
created. These commons are key
if we want to speed up innova-
tion in the mobility field, and I
am definitely convinced that if
there is a place today where we
will succeed in developing them,
it is at La Fabrique.
We were also attracted by the
vision Gabriel Plassat developed
as to the future of transport and
mobility, which we totally share.
The way to get there might
evolve, but it is key to move with
people with which we share the
same goal.
So does any projects of the digital
factory have to be involved into
the commons?
Yann: All the digital factory
initiatives will not lead to the
creation of commons as some
address Transdev internal
business issues. For the others
our goal is to share as much as
possible by opening our projects
and technologies with APIs, open
source software, or in many other
ways. This is for example the
case with our project “Catalogue”,
which aims at being an open
repository for mobility open data.
Thank you very much Yann.
In conclusion Transdev seems
to have started its digital shift
and paves the way for other
mobility company to rethink
their business model by turning
toward open innovation and
open source.
transportation is able to fulfill all
the needs of an individual, even
the private car. Hence people
use different modes, at different
times of the day or year. We want
to ease this multimodality and
offer our clients mobility “As A
Service”.
We heard you say Mobility As A
Service, can you explain to us
what does that mean? Maybe you
can also give us some examples
to help us understand.
Yann: It all started from our
clients. We used to consider their
travel experience starting when
they planned their trip in one of
our transport network and fini-
shing when they left our vehicle.
But our customer trips are very
often richer than this. They
might take a train that we do not
operate before stepping in one of
our buses. In this case facilitating
and optimizing the connection
is a key topic. We have to look
at their mobility globally, not at
some segments of it.
That’s why we develop
services on top of all trans-
ports modes, whatever the
operator: Information, ticke-
ting, guarantees,... In Lyon for
example with Optimod, we deve-
loped a real time and predictive
triplanner. In Saint-Étienne with
Moovizy we launched a service
which also enable seamless
payments.
In relation to Optimod’Lyon, it
was an innovative public-private
cooperation between startups,
industrials, local governments
and even schools. We saw that
you are repeating the project in
Toronto. So it must have been
a success. Can you reveal the
secret of such a successful
cooperation?
Yann: In Lyon the project started
and succeeded thanks to the
leadership of the public transit
authority who created the condi-
tions for several stakeholders
to work in a collaborative mode.
Those projects are often complex

16.
11
professions” explains Lomig
Unger. This is why, teams, groups
and new places are dedicated
to work on six priority areas
presented on the next figure.
involved in setting up internal
mechanisms such as Fab Labs
in order to drive and support
projects and touch differents
group of people from various
A
t Renault, innovation is a
core value for the company
through partnership with
main key player of the automo-
tive sector, the implementation
of creative lab, the creation of an
innovation community and soon,
a digital garage and an open
hardware project. It is with good
reason that Renault is one of the
member of la Fabrique. Let’s take
a deep dive inside the Renault’s
world with Lomig Unger the man
behind a large number of Renault
innovative projects.
Innovation, a priority
The observation was simple for
Renault, innovation must be at
the heart of the brand identity.
It had to be explored new ways
or methods to foster innovation
in transportation area. “I’ve been
How Renault is driving innovation
FOCUS ON
Innovative
architecture
Innovation
priorities
Electric
vehicle
Combustion
vehicle
New services
Travelling
well-being

17.
12
members and hold topical exhi-
bitions about innovative objects
from every sector of the industry.
Exhibition topics are extremely
varied from Do It Yourself (DIY)
to gamification. By opening such
a place, Renault want to open up
their employees’ mind and give
inspiration to them. Maybe, like
Spencer Silver invented a kind
of adhesive that doesn’t adhere
by accident, aka the Post-it, an
employee of Renault will have a
breakthrough idea.
Pitch & POC
Pitch & POC is an initiative based
upon the company’s informa-
tion technologies such as the
intranet or shared spaces. The
observation is that people from
everywhere inside Renault are
full of ideas. In this way, whether
you are in a factory in France or
in Brazil you can work together
on a innovative project. On an
intranet forum, regularly new
calls for ideas are opened, then a
jury evaluate the differents ideas
and the best among them can be
prototyped in the next step: incu-
bators. The incubators are linked
to the Creative Lab, another
tools provided by Renault and
explained later. Finally, the
subjects studied in incuba-
tors are reviewed each week
in the ideas workshops where
everybody can constructively
exchange about each project. “In
line with our wish to increase
our skills and knowledges, we
decided to launch a second
version of the creative people, by
taking into account what we had
learned.” says Lomig Unger. By
the way, Phillippe Méda, who is
also working with la Fabrique des
Mobilités, helped them to proto-
type this new version which wa
called Creative People before.
Pitch & POC is more entrepre-
neurship-oriented.
Renault creative lab
All major companies worthy of
the name now have an inside Fab
Lab to democratize the access
to design methodologies and
digital manufacturing tools. So,
obviously a stakeholder of the
transportation ecosystem such
as Renault had to get a creative
lab. This lab provides all the tools
to make people collaborate on
projects, for instance projects
selected in the Renault Creative
People. We find in this neutral
ground of Renault a full range of
tools for prototyping, a 3D printer,
a laser cutting, ressources and
even a thermoforming machine.
Innovation community
The final tool to imagine the
mobility of the future is the inno-
vation community. Inside this
community we find other corpo-
rations as Michelin or Visteon
or specialists as the SNCF and
EDF and even academics. The
basic idea of the community is
to build a common vision of the
future in the mobility area. Thus,
the community reunites several
times per year to share best prac-
tices in innovation management.
Models that actually
work abroad
The Silicon Valley is a beautiful
region synonym of innovation
which is home to the majority
of the world’s largest high-tech
companies and startup. That’s
exactly why, in 2011 Renault
decided to establish there its
first Open Innovation Lab. As its
name implies, the principle is
based on open innovation and on
the active involvement in a large
ecosystem to source ideas. Each
relevant stakeholders (schools,
startups, industrials etc) can
propose their idea. If it appears
to be a good and a feasible idea,
the lab opens its door to project
initiator. It’s about going outside
of comfort zones and having
the opportunity to prototype
and quickly test an idea without
waiting for. Five years after
Renault is now opening a new
Open Innovation Lab, but this
time in Tel-Aviv (Israel).
A startup inside the
company
Let’s begin with the presentation
of the mechanism promoting
breakthrough innovation: the
LCI. The Cooperative Innovation
Laboratory (LCI) is the think
tank that acts like a start-up
inside the company by brin-
ging together three functions:
Product, Engineering and Design.
The LCI is an independent place
where, about 50 people can,
together, conceive and proto-
type ground-breaking innova-
tions for mobility. The idea is
to create a place of cooperation
with groups inside Renault and
outside, from the transportation
ecosystem, such as specialized
schools or suppliers. By remo-
ving the barriers for innovation,
the lab aims to go faster from
the idea stage to the prototype.
Previously this process could
take months or years, now the
period can be shortened in days
and even hours. This permits to
step out conventional programs
and test faster the real add value
of a product for consumers.
The lab is concentrated on
understanding the change
in user needs and anticipate
it. In this way, projects deve-
loped within the laboratory are
varied. To give the most famous
example, the Twizi, the compact
two-seater 100 % electric vehicle
was born within the Cooperative
Innovation Laboratory.
Tools to imagine the
car of the future
The group relies a lot on the
setting of tools to stimulate the
creativity.
Innovation room
What an interesting name for a
room! The innovation room is
simply a place created in order
to boost the act of finding a
solution by chance, also called
the serendipity. The room is
freely open to all Renault staff

18.
13
EOLAB
1L/100 KM prototype Advanced Driver Assistance
Systems
autonomous car two-stage turbocharging
ADAS NEXT TWO TWIN-TURBO
HEAT PUMP
recover calories from
outside
second generation
regenerative braking
integrated connected tablet speakers, inspired by
aeronautics technology
DECOUPLED PEDAL R-LINK BASS REFLEX
RENAULT INNOVATIONS: AUTONOMOUS VEHICLES AND
ONBOARD MULTIMEDIA SYSTEMS
A new place to rethink the future,
the Square
Who are those partners? Who
can participate?
Lomig: At the beginning we
imagined to work with other
network or ecosystem such
as la Fabrique or the Renault
Innovation Community to
bring together engineering
and business schools, major
companies, sociologist and
philosopher. We try to keep this
heterogeneity which is the iden-
tifying mark of open innova-
tion activities. In theory, almost
everyone can participate to this
open innovation project within
the infrastructure capacity limi-
tations ( between 60 and 100
persons). And yet, this isn’t going
to be open to the general public,
only for the ecosystem.
There will be a kind of
workshop for vehicles where
historic partners of the Renault
or people from Michelin for
instance. The second area is
about new working methods. We
have to rethink the way we are
working and how to be able to
produce new offers and innovate.
How this will work with the
different partners?
Lomig: We are establishing the
project in a new space with
partners. Those partners aren’t
here to pay to enter into the
place, we want them to make
available resources in exchange
for the accommodation and the
chance to participate in this
project. We ensure that the place
is co-governed. So, we ensure
that the partners are also impli-
cated into the governance with
us. We just started to structure
a kind of co-governance. This is
a first step to learn how to work
differently with the ecosystem.
Lomig Unger is now in charge of
the new project, a kind of digital
garage, we wanted to know more
about that, so we asked him.
We heard you will launch pretty
soon a digital garage. What does
that mean?
Lomig: We aim to build with the
ecosystem a kind of open innova-
tion lab that will be able, we hope,
to challenge our manner to work
with our ecosystem. We have a
space of 3000m² at République.
This is really cool because we
have the opportunity to play in
this huge space which was an
old car shop. We have one year to
play, for me playing and working
should be the same thing. This
is focused on two main areas.
First, work on new mobility offer
and explore the future of mobi-
lity. This is why we are working
with la Fabrique des Mobilités

19.
14
we can receive this kind of event.
For us, that will be our non offi-
cial launch. After the differents
organizations of the ecosystem
will make their own communi-
cation about the Square. This is
the job of people inside Renault
to set up a proper communica-
tion plan, so we let them do in
their way. We just want to coor-
dinate how the different parts of
the ecosystem will communicate
about the project about what is
common or what is specific.
When will we see a digital garage
open for the general public?
Lomig: This is a project that still
makes sense. By the way, some
companies and organizations
are doing it. The demarcation
line between what we are doing
and an open garage where we
can tinker on our own car is that
we are not oriented towards the
same public. We have a more
comfortable situation because
we allow to work on our car only
people that have a demonstrated
expertise. So we don’t have to
monitoring them. If we want to
open a garage to the large public
we have to find people such as
mechanics to ensure the proper
handling of dangerous tools and
components. We will see after if
we have the capacity to do that.
For the moment, we just want to
bring together people who have
the capacity to tinker a car, with
skills in business, technologies,
user design, etc. We are currently
focus on create a playground for
the ecosystem, but the idea of an
open garage is really interesting
and could be a project launched
by Renault. One thing at the
time...
So concretely, what type of
projects will we find in the
Square?
Lomig: Renault decided to begin
with the existing intern network
of the Creative Lab. We launched
a first call for innovative projects.
There were several number of
selection steps, pitches and POC
(Proof of Concept) in front of big
bosses. One of this project was
a kind of denuded Twizi one
which the soft and hard parts
have become pluggable. This is
typically the type of project we
want to host into the Square. We
would like to attract students
and companies, through play, to
conceive and build new things
above that. For instance, with the
skills of Visteon we could work
on a SDK. There are so much inte-
resting things we could do and
we haven’t done yet. The Square
opens the field of possibilities,
that’s why we want to invite this
kind of funny project.
Finally, what about open data?
Lomig: At Renault we are at the
zero level. Maybe with the oppor-
tunity to work with la Fabrique,
we will be able to connect with
various project which will
produce or are already using
open data. The idea could be to
invite those project and see how
to contribute. This is one of the
challenges of la Fabrique, we
now have to find resources to
start working on this subject.
Innovation Community will be
working. For instance, people
from Visteon, who have real
skills to tinker vehicles. One of
the challenges for Renault to
bring together people from inside
Renault with people from the
connected car world or students
or designers. Our goal is to set up
a “friction zone” between Renault
and the rest of the ecosystem. We
want to attract the skills that we
lack, like a huge pool of resources
gathering at the same place and
available for all the member of
the ecosystem.
Will the Digital Garage be the
name of the place?
Lomig: No, the name won’t be
the Digital Garage because we
didn’t want people to think it was
just a kind of hybrid area inside
Renault where you can play and
explore things in an agile way. At
first we wanted to keep the name
garage because the place was an
old car shop and we wanted to
highlight the fact that the project
won’t be only focus on digital
transition. Then, as we decided
to work with our partners we
looked for a name which could be
common for everyone and mean
something at the same time. Our
idea is to work on the smart city
issues, so we had to find a name
in relation to that. We proposed
the name “the Square” because
a square is a green space inside
a city. As everyone agreed we
called it like that.
When does it be officially
launched?
Lomig: Actually, it’s not really
official. Indeed, we decided to
work under radar to go faster. We
didn’t have so much time as we
only have the place for one year.
As a consequence, there won’t
be an official announcement.
However, the first event we will
have will be the workshop on
open hardware organized by la
Fabrique November 15th as part
of the Paris Open Source Summit.
That will be our crash test to see if

20.
15
tious idea, a concept to imagine
a better mobility in a responsive
city with the help of big data,
software/algorithms, what we
use to call “soft power”, software
power. Responsive locomotion
is based on two big ideas. The
idea of a customised mobility,
more and more adapted to each
kind of traveller (tourist, worker,
disabled, etc.). It’s a question
of travelling profile taking into
account needs and vulnerabi-
lities faced by travelers at any
time of the day. Second big idea
is context awareness, how can
we take into account real time
informations like weather fore-
Hello Bertrand, I saw that the
motto of your company is “Data
in real-time algorithms and
interfaces treated: here is the
back office of the responsive
locomotion.” A good start might
be made by presenting what is
responsive locomotion and what
is the implication of Kisio Digital
in this field?
Bertrand: In 2014 we decided to
talk about “responsive locomo-
tion” using the responsive web
design analogy: your content
is automatically adapted to the
different screen sizes/devices.
We were searching for an ambi-
INTERVIEW
Bertrand Billoud
Y
ou may not have heard
of them before, yet their
technologies are behind
SNCF Direct, Vianavigo, Mappy
and maybe your local trans-
port network, la Fabrique des
Mobilités has interviewed
Bertrand Billoud head of marke-
ting and communication at Kisio
Digital, part of Keolis group.

21.
16
nized a little seminar of two
days in Paris for the executive
committee. He pulled together
several persons involved into
open source and open data, such
as Gaël Musquet of Open Street
Map (see the interview of Gaël)
and other people who became
collaborators. They explained
to us the benefits possible from
open source. As a result of the
seminar, we started working on
a relevant practical case to figure
out what will happen if tomorrow
we decide to do open source.
We produced a SWOT analysis
to determine risks and opportu-
nities. After that, the executive
committee decided to switch to
open source. We decided to start
with Navitia which is the major
software of the company, like
the reactor core, everything we
produce is made on top of Navitia.
We opened our source code in
April 2014, that was easy. Indeed,
our software had been set up 10
years ago, since he needed a kind
of refreshment, 2 years agos we
had already decided to improve
and clean our code. As a matter
of fact, we just put our source
code on GitHub and pressed a
button to make it accessible to
all. Thas was a Friday. We were
so surprised when we realized
that some people has contri-
buted since the next Saturday, as
Dutch that we had never heard
about before. The world of open
transport route planner is such
a small world! After this small
success, we thought about a way
to meet all these people in Paris.
We wanted to see those Dutch,
Bliksem, which have their own
planner called RRRR based on
OpenTripPlanner. We were so
intrigued, we wanted to meet
them in the real life. We set up a
meeting with OpenTripPlanner,
Tisseo, Bliksem and some others.
This is how we set in motion a
dynamic with a small commu-
nity of people interested in what
we were doing. When you are
in a proprietary logic, nobody
cares about what you are doing,
with the exception of your team.
With the open source that’s the
contrary. As all the data in the
Netherlands are open, they just
needed one week-end to set up
Navitia in all the country. But
beware, our software is not as
easy to install as the Microsoft
Pack Office. It requires a good
overall technical level.
Honestly, did you know where
you were going by doing this?
Did you encounter strong reser-
vations inside your team or with
your clients? Or maybe it was
really simple and everybody
understood the philosophy of
open source and everything
worked as it was planned.
Bertrand: After the decision to
release code was made, we had
to explain at both employees and
shareholders what was about to
change or not. This step worked
out well because we had already
done a significant preparatory
work. During those months of
preparation, we prepared the
Navitia team to what was going
to change in their daily work:
How to work with people who
actually are not in the walls of
the company? How to deal with
cast, traffic jam, disruption on
the public transport network,
pollution peaks, big events with
a lot of people, congestion, etc.
So, responsive locomotion is like
a non ending quest. It’s more a
vision. We would like to reverse
the relationship between trave-
lers and transport networks.
Today you have to define your
travel according to all transpor-
tation modes constraints, and
sometimes it’s complicated. In
the future we should have deve-
loped more and more interactive
relationships between travelers
and all the vehicles they use,
with internet of things, smart
bot, data and software.
We saw that your code is open
source. What does that mean
exactly for the people who may
not understand?
Bertrand: In 2014, we decided
to open the source code of our
software Navitia under an AGPL
licence. This software is avai-
lable on Github plateform with
an interactive documentation to
understand how to reuse it. For
more transparency, it means you
can see how Navitia software is
made, like the secret of the algo-
rithms recipe. Indeed, sharing
source code is quite the same
thing as sharing a recipe.
When and why did you decide
to migrate towards the world of
open source? Did you release
your technologies step by step
or at one go?
Bertrand: The decision has been
made during 2013 summer. Our
DG, Guillaume Crouigneau, orga-

22.
17
those persons who might ask
questions? How to work on the
documentation, to improve it
continually and make it easier
to use the software? We also
worked on overcoming stereo-
types about open source which
are actually wrong. We hired
in the company some persons
who know well the subject. They
came to explain to our employees
their vision. We set up break-
fasts to answer their questions
or fears. Because, yes of course,
some of them were worried. Just
imagine for a second that during
10 years you say “Navitia is a
jealously guarded software, our
gold nugget, nobody must know
what it is inside!” then you finally
changed your idea and open your
source code. It’s quite disruptive
and disturbing for some people.
With the good preparation
that was easy. Actually, we are
wondering why we didn’t do it
before.
You said your software work with
data. How do you collect data? Is
there a huge platform with all
the transport data cleaned and
then stored?
Bertrand: Before opening Navitia,
some of our employees were
already involved into open data
and hackathons. They were
getting tired of seeing people
trying to build their own trans-
port planner in only two days
during an hackathon and failed.
They built an API, Navitia.io with
Navitia which wasn’t open at
the time, and they had the open
data of three cities; NewYork,
Paris and San Francisco. That
was interesting to see that our
software could work with major
cities. We went to another
hackathon organised by the city
of Paris and said “this what we
have done, it’s free, we integrated
the data of RATP, Transilien and
Velib”. We noticed that 5 of the 10
winners used Navitia.io. So we
realised that adding open data to
Navitia had a real interest, to save
time searching for data, cleaning
them etc. We started working on
the data. This isn’t as simple as
find data on a server and copy-
paste on Navitia.io. Today, people
are coming to Navitia.io because
it’s a data hub with more thant
14 000 cities around the world
indexed, mainly in Europe, North
America, Australia, and South-
East Asia. We don’t have much
data in South America and conti-
nental Asia, and no data in Africa.
Even if GTFS (General Transit
Feed Specification) format is
used throughout the world, the
biggest problem is that data are
not structured in the same way
in all the country. We have to
face so technical issues to avoid
compromising data quality.
What is happening is that, each
week or month, new cities or
regions open their data. In this
case, we add it on Navitia.io,
provided that data have a share
alike licence which allows us to
do that. When you go to the API,
there is a google group, which
acts as a support where everyone
can ask questions or make
recommendation. For instance
you can find: “Some new data
are available in Sardinia, could
you add it on the API.”,”You have
something wrong on the UK
data.” etc. All of this help us to
improve our quality. This what
we call our feedbacks. They can
‘tmake these changes by them-
selves, because we own servers.
The API is three things. First
the fuel, it’s our open dataset.
Then the engine, it’s all the web
services of Navitia. Finally the
chassis, this is the cloud where
everything is installed. A simple
Navitia user don’t have to pay our
servers. As a result we provide
three solutions. Experts will use
the open source software Navitia,
lift the hood, play with the engine
and might help so change some
parts. Absolute beginners will
use the API Navitia.io. Finally
between these two categories,
people who just come to pick up
dataset.
Therefore, currently this is not
merely an easy process. Change
of topic, a lot of people think that
if your are a company with open
source philosophy you can’t earn
money at all. So, can you explain
us what is your business model?
Bertrand: We are a SAAS
(Software As A Service) company,
that means we don’t sell software
but services associated to our
software. It could be for instance,
cloud computing, implemen-
tation and configuration of a
software, or IT support. We know
the engine by heart, so we are
the only one able to adapt it to
the local context. The technology
isn’t the most important thing
in our business model, this is
really services that we sell. As a
result, our business model hasn’t
evolved so much in the recent
years. Regions or cities still pay
us to implement multimodal
information services. The only
thing that has changed is that our
softwares are open source and we
have open dataset. We use AGPL
licenses to explain what people
can or cannot do and to protect
us at the same time. However,
there is still a certain risk that
a talented company indicates
“We can do the same thing than
Kisio, with Navitia, but cheaper
and adding new services.”. The
digital removed the barriers for
innovation. Now, if you want to
quickly innovate you have to do
open innovation. In our case, we
saw the open source as a way to
do open innovation. There are
today plenty of business model
for open source (see article about
business model). We could adapt
our business model by adding a
contribution on some services.
For example, the google group
works currently without any
charge. But we want to give a
little to our community. For us,
this is important to train our
users and answer their ques-
tions. That’s the same thing with
our IRC Chat, we could have
made people pay to use it. We
could also have trained software

23.
18
firm implementing Navitia and
make them install the software
in our place. But we didn’t.
In conclusion people are using
for free your technologies and
they made feedback to help you
improve this technologies while
some companies are paying for
using your high-quality services
with their own brand. It seems
a well-rounded affair, just as
a win-win policy. Do you have
any plans for the next few days,
months or years?
Bertrand: We have two important
subjects. The first one is the real-
time data. We started working
on it with the National Society
of French railways (SNCF). We
created an API SNCF based on
Navitia but with real-time data
instead of theoretical. Our aim is
to have more and more real-time
data on Navitia.io because basi-
cally this is what people want. We
have to do more than just theo-
retical data. Our business model
is likely to evolve because with
the API with theoretical data, we
have set the bar high. Currently,
you don’t have to pay until 90
000 requests in our database per
month and the price is really
competitive; 90€ per month. Our
goal is to foster the creation of
new uses. We want people to
innovate with our ressources. We
don’t want to chase after money
for amounts most often ranging
from a few cents to a few euros.
It’s better for us to have on the
one hand 4 or 5 major customers
paying and on the other hand an
active community. We care about
our freemium access. Without
that our customers can’t have
access to some specificities such
analytics. The other important
subject is citizen projects. If a
citizen has a project, he just has
to contact us. If the project bene-
fits the community or is in sync
with our values, our interest is
to not charge him. It could be a
simple citizen but it also could
be a researcher. A good example
of a citizen project is Transportr
by Torsten Grote. It’s an open
source mobile application based
on Navitia that works in several
cities even in Brazil. In conclu-
sion he made open source with
open source and that mobile
application respects user privacy.
This is exactly what makes us
vibrate. This is crazy because
now, people are requesting us to
add new dataset on Navitia.io to
make it available on Transportr.
Don’t you think that your tran-
sition toward open source has
been easier with your acquisi-
tion by SNCF group?
It has existed for several years,
we built our own business model
and we have local customers
such as the SNCF, Kéolis and
french regions. So of course,
it was easier for us to do open
source than for a startup which
doesn’t know what is going to
happen in 6 months. It’s also true
that being a part of a major group
probably helped us even though
we had to explain why we were
doing open source to a larger
group.
A few words to conclude?
Do you know that nowadays,
there are cities that are using
Navitia without knowing it? For
instance the transport operator
of Nantes, the TAN on a Transdev
grid, they are using Navitia
because the Pays de la Loire
region is one of our customer.
This is pretty clever, they mutua-
lized the different systems to
facilitate the interoperability. In
Thau and Sète (south of France)
they are using Navitia too and we
didn’t install them the software.
The important thing is that,
the more people use Navitia,
the faster we will increase our
quality and report bugs.
Thank you very much Bertrand
for having shown that even if
the world of open source could
seem scary for a company which
want to help the community and
be helped in return, she can do
it and have success if she finds
the right business model. Kisio
digital didn’t know exactly where
the company was going by relea-
sing their code, the story was
built a posteriori and it’s a good
story.

24.
19
Innovation Summer Camp
Third edition in partnership with La Fabrique des Mobilités
When? 27 June - 1 July
Where? Estaca campus ( Paris Saclay)
—
nized for the third time by the
ESTACA, an Engineering School
specialized in automotive, aero-
nautical, railway and aerospace.
To assist the participants in their
mission, 10 coaches and experts
were provided with 2 FabLabs
and design centers.
5 days on the theme of
mobility
For 5 days, 50 students and
graduates from 16 schools and
universities, aficionados of
entrepreneurship, were accom-
modated on Paris Saclay Campus
with the sole objective of solving
one of 10 problems proposed.
This edition was about finding
solutions to the firm’s problems
in the field of mobility. The
issues expressed by companies
were broad enough to leave more
room for imagination, innova-
tion, creativity and,even, create a
real startup. The camp was orga-
WORKSHOP

25.
20
Google sprint, a way
to accelerate design-
thinking approach
to innovation and
problem-solving.
In order to solve problems in
an innovative and more effec-
tive manner, the 2016 edition
of Innovation Summer Camp
was based on Google Design
Sprint. This methodology uses
a test-and-learn approach called
Design thinking . Design thinking
is goal oriented method rather
than problem-based approach.
The idea is to consider all the
conditions and parameters of
a problem and explore simul-
taneously alternative solutions.
Design sprints can be used for
almost any idea in any area. This
is a way to compress months of
time into a single week, like a
sprint. Each day is a new step
in the development process. No
waiting for weeks or months
before launching a minimal
product; the aim is to build a
prototype to collect data and
improve the solution right away.
The commons and
open platforms as a
support for innovation
In an Open Innovation approach,
la Fabrique des Mobilités deve-
loped a partnership with the
Innovation Summer Camp. The
aim of la Fabrique was to provide
methods to capitalize and
memorize all the productions, on
an open platform, from concep-
tion to validation. La Fabrique
also provides tools and existing
resources to do more with less :
don’t start from scratch and use
commons, resources not owned
privately, to accelerate the inno-
vation process.
All the productions and resources
collected can be found on the
Fabrique des Mobilités wiki.
5
seminar course
days
Innovation
Summer Camp
2016
50
participating
students
10
project team
16
schools and
universities 2
FabLabs and design
centers
10
coaches and
experts
Day 1
understand
Day 2
diverge
Ideation and develop-
ment of several
solutions.
Day 3
decide
Choosing of the best
solution amongst
others
Day 4
prototype
Realisation of a POC
(Proof of Concept), to
better understand
user reactions.
Day 5
validate
Submission of the project
to real users (colleagues
and companies) and
collections of data.

26.
21
adapt to a changing environment.
Crowdsourcing means bringing
together ideas which come from
everywhere by removing fron-
tier between individuals. In this
way, we can attract talents on a
specific projects.
It all began with the Rally Fighter
a vehicle designed for Arizona
desert, a relevant solution for
Phoenix environment. From
the conception on the online
platform to the production and
the sale it took only 18 months.
In Berlin, we launched the
Urban Mobility Challenge which
called the community to resolve
Maud: The basic idea of Local
Motors is to produce vehicles
collaboratively on an online
platform, comprising 50 000
members whether they are
engineers, designers or idea
owner. The aim is to contribute
to innovative solutions to local
challenges of cities of the future
in terms of mobility by using a
global community. Actually, it’s
a global approach, combining
co-creation and micro factories,
designed to develop suitable
and relevant solutions in a given
environment. The interest of this
combination is to go faster to
the production and being able to
INTERVIEW
Maud Chidiac
A
ccording to them they
aren’t here to build
vehicles; they’re here to
reinvent them. La Fabrique des
Mobilités has interviewed Maud
Chidiac Project Manager at Local
Motors.
Hello Maud, 9 years ago Jay
Rogers wanted to do something
helpful for the society, so he
decided to develop an unusual
idea of crowd-sourced vehicles,
this is how started the story of
Local Motors. Explain us, what
does crowd-sourced vehicles
mean?

27.
22
person who designed an entire
vehicle. This is proportional to
the implication on a project.
Without forget that, the work of
each member is protected under
Creative Common licences. To
find members, at first we went
to universities to show them our
projects. And now, we have a
lot of partnership with students
whether on our online plat-
form to contribute to projects or
directly in our lab where class
of students can use the various
machines and tools. We also
have freelancers and engineers
who feel ready to invest in tech-
nological innovations facing new
challenges.
You reward the member of your
community. This is pretty attrac-
tive. But, some might ask, who
owns all these ideas? I mean,
does someone can steal an idea,
commercialize it and earn money
with it? I heard you spoke about
Creative Common licences.
Maud: The protection of ideas
is based on Creative Common
licences. Co-creators accepte to
post their work online and, as
a result, they also accept itera-
tions on it. However, we can
easily track origins of each idea.
In other words, this means that
each member is playing the game
by proposing ideas knowing very
well that iterations are going to
be made on it. The most impor-
tant thing is that each idea is the
property of the owner.
We talked a lot about conception.
However we didn’t talk about
what is next. Maud, what are the
next step after conception? Do
you build vehicle by yourself?
Could you sell me one of your
vehicle?
Maud: For each challenge it’s the
same chronology. First we post
the challenge on the online plat-
form. Then we receive inputs. The
particularity of those inputs is
that they are just designed. So we
have to send the selected inputs
to our internal engineers so they
can draw more specific plans.
The next phase is the prototy-
ping in our labs. In Local Motors
all is made internally from the
conception to the production. It
permits to adapt our vehicles to
local needs. If the city of Oslo
needs an autonomous vehicle we
are capable to take into account
issues of low temperatures. The
final step is the sale. We have
already sold 5 vehicles in the
European pollution and conges-
tion issues. We gathered an
amazing number of ideas at the
end of the two months challenge.
The first prototype, called Olli,
was generated in only 6 months.
This project will be duplicate in
other cities than Berlin in Europe,
Middle East and east cost of the
United States. Another example;
the DARPA, the Defense Advanced
Research Projects Agency, asked
us to realize a functional proto-
type for the United States Army
in only 5 months. This may seem
incredible for institutions such
as the army. We now have a lot of
examples of this kind of answer
to specific challenge in record
time.
Anecdotally, Jay Rogers was a
member of the United States
Army and in Iraq he realized
that the conception and produc-
tion process of vehicles needed
to be accelerate. That’s why he
decided to develop an automo-
tive industry based on crowd-
sourcing.
The key of the Local Motor’s
success is this community. How
did you manage to build your
community? Above all, how
can you attract and motivate
someone to work on a project
and share idea?
Maud: Usually, in the commu-
nity the work is organized
in challenges. In this case,
winners receive a cash prize. For
example, for the Airbus cargo
drone challenge, a drone for
goods transportation, the total
amount of prizes reached 150k€
with others compensations such
as business trips to show their
prototype to senior executives.
Actually, we also have royalties to
the daily co-creation work on the
platform. The amount of royal-
ties is assessed on a case by case
basis in relation to an analysis of
every input of each co-creator.
In this way, if the co-creator
worked on a rear-view mirror or
on another vehicle component,
he isn’t going to be paid as a

28.
23
Maud: We are not necessarily
removing jobs, because we still
need internal engineers. You
can simply no longer do without
them. The idea is to open up the
field of possibilities. The concep-
tion step is increased as ideas
are coming from everywhere.
However, we still need engineers
during all the steps. We are not
replacing the workers, it’s more
like a transfer of position, they
are evolving. We can’t automate
all the production. We are chan-
ging classical positions of the
assembly lines to new positions
whether they are on software or
hardware.
Local motors is working with
major companies such as Airbus,
Renault or Domino Pizza. How
does the collaboration work? It
might be complicated for a small
and disruptive company like
Local Motors to work with such
company.
Maud: A company such Airbus
will be interested in the dynamic
of co-creation. This is what
allows them to provide the
market with a new drone within
one year. The contract was: one
year to commercialize a new
drone based on the model of
an old one. That’s the process
flexibility which attracted major
companies instead of the scien-
tific expertise. Similarly IBM
with whom we are working to
implement Watson, their arti-
ficial intelligence, in an auto-
nomous car, is really interested
in by the process. After each
challenge, ideas are voted by the
community, internally improved
and we moved to the produc-
tion. This intrigues. Generally
whether it’s the process which
attracts companies or the desire
to implement an innovation,
sometimes both. This works even
for the major automotive compa-
nies. Usually they come to us to
propose challenges, but of course
sometimes we have to look into
new challenges. Domino Pizza
they contacted us to set up an
online challenge about an inno-
vative pizza delivery vehicle.
We have a variety of cases. Our
process allow us to open up the
field of possibilities.
Now, you are more than 100
employees, with 4 microfacto-
ries and an huge community
of transport lovers. Moreover,
you already have projects about
cars, drones, skateboards and
even planes. What are the future
projects for Local Motors in
Europe, or in the world?
Maud: First, we now are about
170 employees after a recruit-
ment campaign. The plan for the
future is to be well established in
Europe, especially with the auto-
nomous shuttle which attracts
airports and shopping centers,
before being able to implement
it into public transport system.
I would say that the priority
is the integration of mature
projects and to move towards
the commercialization. The
long-term strategic objective is
to be fully involved on this local
problem-solving approach, which
can, by the way, apply for any
country with necessarily having
state-of-the-art technologies.
Our global community is solving
local issues with a process that
can apply everywhere. However,
as we just settled in Europe one
year ago, we are now focusing on
Europe.
Do you have something to add?
Maud: Yes. The Lab with the
micro factory inside, will open
its doors early 2017 in Berlin.
For the moment, we have 4 labs;
one in Washington which just
opened in June, one in Vegas,
one in Phoenix and the final one
in Knoxville. The vehicle produc-
tion will now be done in Berlin.
And we respond to tenders for
the whole Europe.
Thank you Maud. Let me say a
few words for our readers, visit
cocreate.localmotors.com, who
knows, your ideas might revolu-
tionize the transport industry!
United States. In Europe, four
autonomous vehicles Olli has
been sold to Copenhagen, we
have a first prototype in Berlin
and another in Washington. We
are currently entering into the
prototyping phase for the Airbus
cargo drone. Indeed, the Berlin
Lab with the micro factory will
open very soon. The aim is to
prototype directly there, with the
community and organize new
challenges in the same format
as online challenges, but inside
the lab so that the community
can participate to the conception
process before the production
inside the micro factory.
Is that what is called Direct
Digital Manufacturing?
Maud: Direct Digital
Manufacturing, also called DDM,
is in the spirit of speed up the
process of produce vehicles. An
example is the 3D printed car we
made in the United States. We
used the DDM, this means we
used a design sketch, a CAD file
that we can modify to accommo-
date local needs. Then you just
have to click on the button and
it prints. The aim was to print
a one piece chassis editable to
desire to allow the customisa-
tion. We are using the DDM for
the autonomous shuttle which is
partly printed in 3D, such as the
floor, seats, the bumper and tires.
One more time, what matters
is to adapt the vehicle. We are
currently working on a prototype
for 8 or maybe 10 passengers,
but in the long-term we will be
able to produce shuttle for 2,4 or
20 passengers to vary the fleet.
So the idea of DDM is to change
a model and customize vehicles,
and it began easier with 3D prin-
ters.
To put it in simple terms, your
goal is to disrupt the transport
industry by suppressing workers
in the construction phase while
you are including more and more
players in the conception. Is that
right?

29.
24
Quick start rules
Essential rules
Aim
Whether you are a local authority with more than 3 500 inhabitants and consequently with an obligation of
releasing your data or a data holder who don’t know how to open up your data, this game is for you.
How to open data?
FOCUS ON
1. Quality than quantity
It’s at the beginning that you
should learn good habits. The
first rule is to always start small,
simple and fast. Start with a
good dataset than a huge mess.
Remember that the advantage of
open innovation is that you will
learn from your experience.
2. Reassure
Let not the people who you work
for or with get confused. If these
people are not properly briefed,
you will have to deal with their
discontents. From the very start,
you have to respond their various
questions and their misunders-
tandings.
3. Sustainability
After having succeeded in all
the step, this is not the time to
abandon. The release of data is a
long-term process that requires
continuous update and feed-
backs. People have to rely on
your data, some make it sustai-
nable over time.

30.
25
1 Choose dataset
Your first step is to choose a
theme and it may become a real
challenge for you. We advise you
to create a list of the datasets you
want to open and give priorities
to them. You can choose to focus
on car-pooling, parking spot or
maybe the use of public trans-
port, it’s totally up to you. The
key is to find a theme with data
easy to organize. Keep in mind
that you can always return to this
step later. Then choose your first
dataset; timetables, statistiques,
Point Of Interest, etc.
2 Clean the data
It’s important to ensure that
your data are clean before make
it open, otherwise data won’t
be usable. Cleaning consists of
avoiding shaping, suppress blank
cell, distribute tables on diffe-
rents tabs, entitle the top line of
each table etc. If you’re having
trouble cleaning your data, try
Open Refine an open source
software tool designed to deal
with messy data.
3 Document the data
Any further information, called
metadata, are worth conside-
ring: title, description, keywords,
license, date, localisation,
authors etc. You have to enhance
the data to give context. It will
increase your reliability.
4 Choose the right
format
If you want that your data can
be processed you have to make
them available in a standard
and structured format. Indeed,
Game progress
1
Choose
dataset
2
Clean the
data
7
Communicate
5
Apply an
open license
4
Choose the
right format
3
Document
the data
6
Put your
data online
Game board

31.
26
you have to provide a machine
readable format allowing for
re-use. La Fabrique highly
recommends you, before starting
to open your data, to get at least
three stars, based on the 5-star
deployment scheme for open
data. Here are some recommen-
dations of format.
you a set of suitable licenses. All
you need to do now is to choose
which one you want to apply.
Etalab (French Open License)
- It allows all sorts of uses
provided that authorship is attri-
buted (by) and the last updated
date appears.
Public Domain Dedication
and License (PDDL) - This means
putting all your datasets in the
‘Public Domain’ and therefore
renouncing all rights.
Attribution License (ODC-
By) - It allows all sorts of uses
provided that authorship is attri-
buted (by).
Open Database License
(ODC-ODbL) - It allows all sorts of
uses as long as you attribute the
authorship, share-alike and keep
open the datasets.
6 Put your data online
It’s the more obvious step but
this doesn’t mean it’s the easiest.
There are several ways to put
your data online.
Via your existing website
The advantage of this method is
that it’s more familiar to you. You
just have to add a new section
on your website dedicated to the
release of your data. However, it
becomes harder to people to find
your data if they are not specifi-
cally looking for it.
Via a third party site
There are already sites specia-
lized in open data collection in
nearly all fields. You can use
those repositories of data which
provides all the documenta-
tion and information about the
processes of submitting and
using a database. We recom-
mend that because those site
have already pooled together a
community of interested people
and others sets of data. In other
words, it’s a virtuous circle; the
more there are quality datasets,
the more the community grows.
Via API
Another way to publish your
data, that we recommend, are
the Application Programming
Interfaces (API). The use of API
appears to have increased in
recent years. Its strength is that
it makes it easier for program-
mers to develop applications as
it provides all the building blocks
and documentation. Moreover, it
ensures programmers that your
data are updated in real time.
Other ways
Of course, there are other ways
to publish your data. For example
FTP servers, but we don’t recom-
mend it because it’s too compli-
cated for beginners and above all
out-of-date. Nonetheless, for a
large volume of data you can use
torrents, it’s very efficient but it
doesn’t permit the visualisation.
7 Communicate
Finally, you have to find users
to value your data, otherwise all
this work will have been done in
vain. So it’s time to communicate
a lot! Use social networks, talk
about your data around you or
during meetings and activities,
organise hackathons or suggest
your data to existing events. To
summarize, the easier it is to find
your data, the faster innovation
will come up with.
8 Start again
You thought it was finished? NO,
now it’s time to repeat it with
other datasets. Return to the first
step.
Tabular database
.CSV .ODS
Timetable
.GTFS
Text
.ODT
Picture
.PNG
Video
.OGG
Mapping
.GEOJSON .SHP .KML . KMZ
Audio
.WAV
Make it available as structured data (e.g.,
Excel instead of image scan of a table)
Make it available in a non-proprietary
open format (e.g., CSV as well as of Excel)
Link your data to other data to provide
context
5 Apply an Open
License
Find the most suitable license for
your data might be the hardest
step. However, it’s obligatory
and essential to provide clarity.
First, determine what are the
intellectual property rights in
connection with the data. Then,
choose a license that respects
these rights and the definition
of open data. Here, la Fabrique
des Mobilités recommends for
5-star deployment scheme for Open Data - Tim Berners-Lee.

32.
27
But if we don’t connect the data
generated here with people,
what is it to collect them? The
claim we make at OpenDataSoft
is that our platform will process
the data coming in from sensors
in real time to turn them into
visualizations that anyone can
understand.
Our platform is THE platform for
the connected city because it is
the only platform that can keep
up with the dynamic pace of our
urban spaces, while still being
able to display data in a way that
people can easily understand
and connect with. This includes
Hello Jean-Marc. Firstly, thank
you for receiving us. Let me
start with my first question.
OpenDataSoft claims to be THE
platform for the connected cities,
what does that mean?
Jean-Marc: Thank you very much
for having me today! When we talk
about the connected city, we’re
talking about creating connec-
tions in every sense of the word.
In Smart Cities across the world,
we see sensors being installed to
measure urban phenomena such
as traffic circulation, air quality,
noise level, even the number of
pedestrians in given squares.
INTERVIEW
Jean-Marc Lazard
O
penDataSoft, new member
of FabMob, was elected
one of the most innovative
company in France. Their specia-
lity? Facilitate the preparation,
the reuse and the exploitation of
data by providing a turnkey plat-
form. More importantly, they say
they can foster innovation for the
mobility. Certainly, we are going
to check that out by interviewing
Jean-Marc Lazard the co-founder
and CEO of OpenDataSoft.

33.
28
doesn’t stop here. STAR reports to
us that there is significant use of
the platform by the non-technical
community in Rennes, including
by researchers and academics.
This supports their own advo-
cacy work or research to help
to continue to build a better city
through combatting problems
like transportation access.
We see three major victories here
for STAR: increased ridership
from increased transit accessi-
bility, an improved image, and
greater transparency through
providing resources for non-de-
velopers working to improve
their community in other ways.
We saw that OpenDataSoft has
clients such as big operators and
local governments. Whom else
do you work with? And above all,
what is your business model?
Jean-Marc: OpenDataSoft is
really a platform for companies
or governments of any size.
Both private-sector companies
and governments need a way to
easily share and publish data. It
is true that we work with some
very large companies, such as
Endetec Véolia, Saint Gobain,
SNCF and cities as large as Paris,
but we do have startup customers
such as Citilog or M20City, and
cities as small as Agen, or Chapel
Hill, North Carolina in the United
States. We are proud of the wide
range of customers that have
identified our portal as the solu-
tion that meets their needs.
In terms of our business model,
we do provide a Software as a
Service. Our software is enti-
rely hosted in the cloud. Clients
purchase a license to the
software for a period of time, and
pay based on their volume of data
and use of the platform.
Could you explain to us, why
a freemium access is a kind of
open data? Isn’t it another way to
have new revenue? I mean, you
can have a free access to a small
selection of data and then realize
that you can’t do anything useful
without paying?
Jean-Marc: When we speak of
a freemium access to data, we
are speaking of ways for orga-
nizations with large volumes of
data to keep access to them free,
despite the costs associated with
the data upkeep, quality assu-
rance, and infrastructure costs.
For example, we have seen SNCF
put large datasets up online
for free with usage limits. This
ensures free access to the data
for startups and civic technolo-
gists. However, for heavy users
of the data who likely have the
resources to pay, the data can be
used for a fee. This helps share
costs and maintain high data
quality, while still ensuring the
data are available to all to bring
out their maximum value.
Data monetization models are
still quite young, however, and
this is just one type of example
that we have seen. It is quite
realistic to expect these models
to evolve and to see many diffe-
rent kinds in the future.
developers who can literally
connect applications to the data
as well to build more services
with Smart City data. This is
the role of a smart city hub such
as the OpenDataSoft platform:
connecting people with data.
We see in the city of Paris a pilot
project in the Place de la Nation
that perfectly illustrates this.
Sensors there are collecting data
on noise, traffic, and pedestrian
levels, and air quality. In real
time, these data are collected
on the city of Paris’ Open Data
portal, and are then displayed on
visualizations on screens within
the very square itself for people
to see their collective impact as
it happens.
Could you give us a concrete
example of what you have done
in the field of mobility? Maybe
something you are proud of.
Jean-Marc: One of our favo-
rite examples is the Open Data
project led by the STAR Network,
a subsidiary of the Keolis Group,
in Rennes. Here, we’ve watched
a collaborative ecosystem
evolve around the transporta-
tion Open Data. There are data-
sets on the real-time position
of buses, arrival and departures
of the metro, and even datasets
displaying the paths and cove-
rage of the bus network and
metro, and accessibility of the
network.
We have seen the developer
community truly take advan-
tage of these resources, creating
applications like “Where’s my
Bus” to show users in real-time
where their bus is, and when it
will arrive. Services like this can
help increase ridership. In addi-
tion, developers have created
route-planning applications for
people with reduced mobility to
design trips that fit their acces-
sibility needs. In all, 9 applica-
tions have been built within the
community, and have received
official approval by STAR.
But the use of the platform

34.
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wasted when searching for one,
and improves traffic circula-
tion. As this example shows, it’s
possible!
Let’s play a game. Imagine that
I am the biggest motorway
operator in France. You now
have 60 seconds to convince me
to open my data.
Jean-Marc: Okay, Ms. Motorway
Operator, so you’re clearly inte-
rested in keeping maintenance
costs down, ensuring safety on
your motorway, managing traffic,
and being able to anticipate
spending on roadway projects.
You likely have some systems to
already do this monitoring, but
how good are the visualizations
you’re able to get from them, and
are you able to share them with
your innovative community?
When you open up your data, you
open yourself up to the possibi-
lity of working collaboratively
on future highway projects.
Maybe your data will clearly
show you where traffic jams
most frequently occur. People
that use your highway every day
likely already are aware of it,
but can use the data to come up
with ideas to best redevelop the
road. You’re immediately saving
money on consulting costs,
keeping project costs lower, but
most importantly, you’re working
together with your users ensuring
a more successful project, while
creating a great brand image for
yourself. You can use this posi-
tive image in your favor to help
you win future contracts as well
to manage more highways and
thus help build your business
further. This is just one example
of how you can reuse your data.
Sold?
Ok, let’s say you convinced me.
I’m now ready to open my data.
But what happens after? Where
and how should I start? Some
tips?
Jean-Marc: Why yes of course I
have some tips! I’d tell you to start
off small with just a few data-
sets to learn best practices and
ensure high data quality. You’ll
be able to build up supporters for
your project this way. After that,
you’ll want to pick a topic that
you want to publish data about.
This makes it easier to get data
published at first that you can
then share with your collabora-
tors and ecosystem. After that, be
sure to give context to your data
to make it easy to find, and so
that your users will know what
is contained in the dataset. Give
your dataset structure, give it a
clear reuse license, put it online,
and share it with the world!
My data are now online and
available for all. That might be
pretty cool, but me, I need people
to play with it and foster the
development of innovative new
services. How to proceed?
Jean-Marc:The most important
step in making sure your data
are reused is to make sure that
people know they are there. Be
sure that you have filled out
the metadata to help them to
be found by search engines, for
example, and so that people
know what they are looking at.
You should also make some noise
in local media about the data
project! People need to know that
the data are there before they
can develop ways to reuse them.
Be sure that there’s an API that
can search within the dataset
to sort and filter the records to
build the best, most powerful and
useful applications. Again, it’s
also really important to provide
details about the license with the
data so that people know what
they can and can’t do with the
data.
Finally, my data are online and I
have a community to work on it.
We now have the two key ingre-
dients for successful smart city
innovations. Thank you Jean-
Marc for your time. That’s up to
you, people who are watching us,
to start making cities healthier
and more sustainable places to
live.
What about the storage of data?
For example, some services are
predicting things such as the
way people will move, park their
car or go to the city mall. To be
able to predict such things you
have to store a huge amount of
data and it consumes a lot of
power. How could it be integrated
in a smart city?
Jean-Marc: I want to start off by
saying that we are not primarily
a big data analytics platform,
but we make data available for
sharing, visualization, and reuse.
That being said, we do have some
big data capabilities.
Let me provide this example. In
Paris, there is a dataset contai-
ning data on the amount of cars
recorded by different traffic
sensors spread throughout the
city each hour. It is not updated
in real time, but every month
by the city of Paris. The dataset
contains over 27 million records,
so it is quite large. This dataset
is reused, however, in a parking
application that predicts the
availability of parking spaces
in a given area. It combines this
dataset with others available
on Paris’ Open Data portal and
uses a predictive algorithm inde-
pendent of the portal to predict
available spaces. This fits within
the framework of the Smart City
as it facilitates finding a parking
space, reducing fuel emissions

35.
30
PARTNERSHIP
four key reasons why we need it.
• Transparency - By defini-
tion, open data are available
data which are free to access
and free to use: This means
that everyone can reuse
open data with complete
confidence.
• Cities of the future need
mobility data - The current
trend for cities is to produce
a huge amount of data.
However, they now require
platforms to collect and
distribute those data so we
can develop new services
and applications to improve
data. It is used to upload, analyse,
store and share open mobility
data while guaranteeing quality
and the maintenance.
“Catalogue is an openly-go-
verned community that relies
on the collaborative input of
its members, with the goal of
boosting innovation in mobi-
lity.“ Rahul Kumar- Senior Vice
President at Transdev
Why do we need it?
First question we could ask
ourselves is, why do you need
an open source platform that
provides open data ? Here are the
The project Catalogue
D
o you ever wonder why it
is so complicated to find
a way to reach a point B
when your point A is in another
city? Why is there no platform
that all the transport data? Why
don’t we have a mobile or web
application that collects all
passenger transport operators?
By the end of 2016, Transdev is
supposed to launch Catalogue,
a project in which la Fabrique
has been invested since the
beginning. Catalogue is there to
help you and tries to solve those
issues at the same time. This
should be the world’s first fully
open source platform for mobility

36.
31
they are using.
A platform only a click
away
Producers are given a guarantee
that they can access to their
data at any time, still free of
charge. Data users can also
access Catalogue’s data without
worrying about out-of-pocket
costs. Catalogue assures you that
all the data are open source and
free to use. People who wish to
have a full access to Catalogue
and its tools, in exchange for a
small fee, can obtain and use an
API.
Real-time data trans-
port
Catalogue also provides real-time
mobility data through instant
sharing or data stream. Therefore,
users can easily create an inno-
vative way to plan a multimodal
trip. It must be emphasised that
the organization of data is driven
by the principle of continuous
improvement in a collaborative
approach.
La Fabrique is proud to take
part in Catalogue. By working
together collaboratively, we can
change the future of mobility.
We hope that Catalogue will lead
the creation of a great number of
innovative transport services for
everyone around the world.
If you want to play with data
and be part of the world’s most
comprehensive global transport
open source data pool, join the
Catalogue community!
lifestyles.
• Participation and commit-
ment - Catalogue is based on
collaborative process with
a community of data produ-
cers, data consumers and
developers. Each member of
the community must ensure
the accuracy and update of
data. In return, the commu-
nity can have faster and
easier access to any informa-
tion collected in Catalogue.
• Creation of economic and
social value - With open data,
each and every player - inclu-
ding developers, govern-
ments, and even corpora-
tions - has the ability to find
an innovative way to use
data and optimize the way
we move. The new applica-
tions and services will create
new markets, create a more
sustainable way to consume,
and finally improve our
living conditions.
An efficient organiza-
tion
First, producers freely store data
in Catalogue. Then data are iden-
tified and categorized by origin.
To retrieve data more efficiently
and smoothly, an easy-to-use
interface has been developed
and implemented. The users of
Catalogue can easily find what
they are looking for by using key
characteristics and filters, such
as location. Data management
is consistent with the open data
storage rules, as data are stored
in the universal GTFS format.
To ensure data quality
All the data are checked. In this
way, data producers can easily
and quickly correct them. This
is how the data consumers can
rest assured of the data quality.
Moreover, Catalogue is synchro-
nized with only reliable data
sources. Finally, an early warning
system has been set up to notify
both producers and consumers
when there is an update on data
Tools
Data
aggregator
Community

37.
32
“Software, education, industrial design, data, sciences, art and culture,
open models are everywhere. The actors who make use of these open
approaches often question the positions defined by traditional actors.
Communities frequently organize themselves to collectively solve issues
that centralized organizations come up against. Tabby, the car avai-
lable as an open source kit, Protei, the marine open source drone and
OpenStreetMap are just a few examples.
What do these open models teach us? Under which conditions can they
develop their impact? What kind of dialogue and interactions are possible
with traditional actors? Researchers, entrepreneurs, managers in major
companies, designers, experts, writers and philosophers respond to these
questions in Open Models, business models of the open economy.”
Open Models, L.D.Benyayer
Business Models for Open Source
development
FOCUS ON
Louis-David Benyayer in Open
Models proposes 14 very relevant
measures to support open source.
FabMob is starting to produce
some answers in the field of
transportation. We will document
feedbacks from all stakeholders,
iterate to adjust and propose best
solutions to support open source
developments.